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Agenda
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Introductions
Overview of Originate
Product Vision
Shared Understanding
Product Development Risk
Prototyping
Define a Product Vision (exercise)
Next Steps
Objectives
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1. Learn from each other on how to effectively communicate about digital products 2. Understand how a product vision is set and used for effective communication 3. Learn about shared understanding and how to build it 4. Understand the various types of risk in building digital products 5. How we use prototyping to reduce risks and increase shared understanding 6. Practice putting together a product vision for an iPhone app
Key Takeaways
Please write down key things or ideas that come to you on note cards. I am especially interested in what you want to try to apply. At the end, we will review as a group.
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We are a digital product development and venture firm. Our mission is to enable everyone in the world to create extraordinary technology.
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We partner with forward-looking enterprises and high growth startups to create modern mobile, web and data-driven software.
Our partnership model ensures full alignment toward the same vision of building useful, compelling and successful products.
We have partners, not clients.
• Founded in 2007 • 140 employees • 9 global locations
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Focus On Partnership We seek long lasting productive relationships
Our Philosophy
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Ambitious Problems We embrace and prefer tough technical challenges
We start with the end in mind We develop and hold ourselves accountable to learning objectives
Shared Risk Shared Reward We believe in what we do, and we invest in what we do
Our Strategy
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We ensure high quality through each step of building a product using these key factors
Full Team Access
Entrepreneurial Individuals
Test Driven Development
End-to-End Expertise
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It takes a wide range of expertise to deliver great products
Product Management
Front End + Back End Development
Testing & Quality Assurance
User Experience & Design
Technical Architecture
Business Strategy
We have expertise across all disciplines and work with our partners to combine the right skill mix for every project.
Technical Capabilities
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We combine our deep technical experience with a passion for problem solving to make informed technology recommendations.
Web Mobile Languages Server Database
HTML 5, Javascript, jQuery, Angular.js,
Ember.js, WordPress
iOS, Android, Windows Phone, PhoneGap, Unity
CoffeeScript, Ruby, Scala, Python, Go, Swift,
Java, PHP, C/C++
Rails, Play, Node.js, Tomcat, Lift,
Locomotive, PaaS
MySQL, Cassandra, MongoDB, DynamoDB, Riak, Postgresql, MSSQL
Global Reach
130+ engineers, designers, and product strategists across 9 global innovation centers
New York Los Angeles San Francisco Las Vegas
Boston Orange County Silicon Valley Hangzhou, China Stockholm
End-to-End Experience
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Eli Bozeman Ben Echols Paolo Suaya Taylor Crane Marci Pasenello Alex Niemi
Gerry Tano Angie Hayden Kevin Smith Alm Joacim Aram Alekyan Parsa Kamali
Doug Von Kohorn Vipul Patil Drew Minnear Ali Shanriyari Matt Handler Daniel Hawthorn
Engineering
Design
Product
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Product Vision UX & Design Development
Opportunity
Develop an entirely new home repair marketplace, optimized for the mobile experience.
Result
Successful development of two stand alone applications – SnapFix and ServiceTown. After widespread adoption in the market, Angie’s List incorporated the apps’ features and design into their flagship app.
Mobile iOS, Android
Web HTML, CSS, JS
Database Neo4j
Server Scala
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UX & Design Architecture Strategy Development
Opportunity
Accelerate progress by supplementing Updater’s engineering assets to re-platform their tech stack, validating their design and UX, and train their team on the new architecture.
Result
Updater has gone on to serve over 500,000 Americans and raise $8M from leading venture capital firms.
Web HTML5, jQuery, JS
Database MySQL
Server Ruby on Rails
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Product Vision UX & Design Development
Web HTML5, CSS, JS
Database DynamoDB
Server Scala
Opportunity
Completely transform the architecture and UI for an education product used by over 1,000 institutions and 2 million students and teachers across the globe.
Result
Dramatically simplified the UI based on the different needs of each user type. Implemented an ultra scalable cloud-based architecture.
Cloud Amazon Web Services
What makes a great digital product?
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Valuable
Usable Feasible
Product is too difficult or expensive (time and money) to build or maintain
Product needs too much education for potential customer to understand its value
Product is not useable and/or doesn’t really solve a problem
A product vision is…
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A shared understanding of how a product is going to solve a problem for a set of customers and deliver on its value proposition when it has been released into the market
Why is it important to set a vision before you start working on a product?
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1. Meaning for decision making 2. Creates a common language 3. Paves the way politically 4. Allows concept testing to start reducing risk 5. Speeds up the build
What is shared understanding?
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Shared understanding is when you and another person, or group, both understand what each is imagining and why.
4 Types of Software Product Development Risk
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Market
Product
Technical
Business
Technical Risk Can this product be feasibly built given resource constraints?
Business Risk Does the project have the right funding and people support? Can we build the right processes to support this business?
Market Risk Is there a real need in the market and does the market want the solution?
Product Risk Does the product solve the problem in a way that users need and enjoy?
Examples of market risk
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Is there a real need in the market and does the market want the solution?
Examples of business risk
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Does the project have the right funding and people support? Can we build the right processes to support this business?
Why we prototype?
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1. Build a shared understanding within the team of the product at a deeper level before building
2. Product manager engaging with the product at a deeper level, which improves the product backlog immensely
3. Communicate to business people and technology people 4. Increase clarity in decision making as the product is being build 5. Test assumptions before building
When to use the different types of prototypes
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Paper Wireframe Functional Technical • Always • Early on for
exploring really big directions
• Need for speed
• Layout and design options
• Information architecture design
• Exploring design and UX options
• Defining a product backlog
• Testing assumptions about users
• Answering difficult technical questions
• Make technical architecture decisions
How to think about fidelity
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Com
mun
icat
ion
Valu
e
High
Low High Amount of time/effort to change/fidelity
Background – Alzheimer’s1
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Alzheimer's disease (AD) accounts for 60% to 70% of cases of demen@a. It is a chronic neurodegenera@ve disease that usually starts slowly and gets worse over @me. The most common early symptom is difficulty in remembering recent events (short term memory loss). As the disease advances, symptoms can include: problems with language, disorienta@on (including easily geLng lost), mood swings, loss of mo@va@on, not managing self care, and behavioral issues. As a person's condi@on declines they oMen withdraw from family and society. Gradually, bodily func@ons are lost, ul@mately leading to death. Although the speed of progression can vary, the average life expectancy following diagnosis is three to nine years. The cause of Alzheimer's disease is poorly understood. No treatments stop or reverse its progression, though some may temporarily improve symptoms. Affected people increasingly rely on others for assistance oMen placing a burden on the caregiver; the pressures can include social, psychological, physical, and economic elements. In 2010, there were between 21 and 35 million people worldwide with AD. It most oMen begins in people over 65 years of age, although 4% to 5% of cases are early-‐onset Alzheimer's which begin before this. It affects about 6% of people 65 years and older.
1Wikipedia Entry on Alzheimer's
Product Canvas
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Problem
Cost Structure Values Streams
Solution Unique Value Proposition
Advantage Customer Segments
Key Metrics Channels
Top 3 problems Target customers or groups
Top 3 features Single, clear, compelling message that states why you are different and worth buying
Can’t be easily copied or bought
Path to customersKey activities you measure
Customer acquisition costsDistribution costsHostingPeople, etc
Revenue ModelLifetime ValueRevenueGross Margin
Parking Lot (Knowledge gaps, questions, ideas)
Personas Narratives / Prototypes
Learnings
Tech StackInspiration
Anything that inspires with business model, brand, design or functionality The technology we want to use or explore to build our solution and the tools we want to utilize as we work together
Capture anything that comes while creating a canvas, ideas, questions, places to explore further
Characters (or user roles) created to represent the various customers in the target groups
Step-by-step stories of a personas using the solution and a visual/functional representations of those stories
Hypotheses, experiments and learning
Directions
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1. You should prepare to create multiple canvases, one for each customer group, and to test them in parallel
2. Each canvas should take anywhere from 15 minutes to 5 hours to create, but no more than 5 hours
3. Each canvas should be done in a single session with as few breaks as possible 4. Be concise: the core canvas and all text should fit on a single page 5. Think in the present: things on the canvas should be based on what you know
now (make sure to record any gaps you find in the knowledge gaps section) 6. Take a customer centric view: think of your customer first 7. It is ok to leave blanks where we don’t have enough information 8. Quickly write a first draft, review and discuss, then revisit and break things apart
and prioritize thoughts in each section
Problem
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What problem are we trying to solve?
1. A problem can also be thought of as a job that customers want you to complete for them
Tips
Customer Groups
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Who suffers from our problem? Who is going to use our product? Who is going to pay for our product?
1. Create a list of customer segments within your group. 2. Distinguish between customers and users: Customers pay for your product but may not use it. A user
uses your product but may not pay. a) Example: you are a user of Facebook but you don't pay, so you would be a user and not a customer.
Advertisers pay to advertise on Facebook, thus they are customers. 3. Split large groups into smaller segments. This may need to be a place to iterate as you build the canvas. It
is always better to err on the side of specificity. 4. Specify who is going to be the early adopters within that segment (an even smaller group who will be the
first to purchase your solution). These will be the people you initially target with your marketing. 5. Identify other user roles that will interact with that customer and make sure to denote that they are users
rather than customers.
Tips
Inspiration
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Who else has solved this problem with a product? Who inspires us with their design or functionality?
1. Inspiration is anything that inspires you with its business model, brand, design, or functionality. 2. Pull in anything but make sure to focus on the two following areas:
1. Existing alternative solutions to your problem: how do your customers current solve this problem? The answer may be nothing, but typically you're competing with something. If there are not alternatives, you should ask if the customer pain is large enough to warrant a solution.
2. Find other unique value propositions (UVP): study what works about companies who have clear UVPs that you like. Use what you can from those to revise your UVP.
3. Take notes on positives and negatives and note ideas that might be good to borrow.
Tips
Unique Value Proposition
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Why is our product different and worth others’ attention?
1. Think of the UVP as the big statement on a landing web page. It needs to distill the essence of the product in a few words that can fit into a headline.
2. This is one of the main places to iterate. 3. Tips on how to create a first UVP:
a) Be different, but make sure your difference matters. Deploy the problem statement in the UVP. b) Target early adopters, they need to know that the product solves their specific problems.
4. Focus on end-user benefits over features. How will your customers have benefited from using your product when they are done and how long will it take to get that benefit?
5. From Dane Maxwell: Instant Clarity Headline = end result customer wants + specific period of time + address the objections
6. Pick the words you use to define your solution carefully. They can be used as keywords to drive SEO. 7. Answer what, who, why. If you can't get the why in, create a sub heading.
Tips
Solutions
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What does our product need to do to solve the problem or deliver on its Unique Value Proposition?
1. This box is only half the size for a reason. While the solution can feel like the safest part, we don’t know enough about the problem yet for it to be worth a lot of thinking.
2. We want to articulate just the top 3-4 features.
Tips
Channels
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How are we going to get in front of customers (early adaptors)?
1. If the idea requires access to large numbers of customers right away for it to succeed (network effect) , we may want to reevaluate the idea.
2. We want channels that can eventually be scaled. 3. Free versus paid: there is no such thing as a free channel. Channels we normally associate as being free,
like SEO, social media, and blogging, have a time and effort associated with them. 4. Inbound versus outbound: Inbound channels use “pull messaging” to let customers find you organically,
while outbound channels rely on “push messaging” to reach customers. 5. Direct sales versus automated sales: First sell manually, then automate. 6. Direct versus indirect: To maximize learning, go direct to customers rather than trying to start a
partnership or hire a salesperson. 7. Retention before referral: While referral programs can be very effective in spreading the word about your
product, you need to have a product worth spreading first.
Tips
Value Streams
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How is this product going to deliver value or make money?
1. Don’t think in terms of 3-5 year projections (which will be wrong). Instead think about what happens if the product is in the market tomorrow.
2. Plan to deliver enough value with the product that people will pay what you’re charging from the very beginning (unless you’re never planning to charge at all).
3. Price is a huge part of the perception of the value and should be articulated on the canvas. 4. Inspiration is a great place to get ideas on how to price things.
Tips
Cost Structure
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What is this going to cost to build? What are the on-going costs?
1. What are we going to need to get the first version of your product to market and keep it running for the first 3 months?
2. Focus on present costs, not future costs (we don’t know what those are going to be). 3. Factor in the price of time! 4. Looking at your costs and your revenues, what is your breakeven point? If there are multiple revenue
hypotheses, calculate the breakeven for each.
Tips
Key Metrics
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What are we going to measure to show that the product has been successful? What is the one metric that matters?
1. Focus on leading rather than lagging indicators. Leading metrics give you a predictive understanding the future where as lagging metrics explain the past.
a) Leading metric: sales prospects in a pipeline. Predictor of sale volume b) Lagging metric: churn (customers who have stopped using the product). They are already gone.
Tips
Key Metrics - Pirate Metrics
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Acquisition
Activation
Retention
Revenue
Referral
Generate attention through a variety of means, both organic and inorganic
Traffic, mentions, cost per click, search results, cost of acquisition, open rate
Turn the resulting drive-by visitors into users who are somehow enrolled
Convince users to come back repeatedly, exhibiting stick behavior
Business outcomes (which vary by your business model: purchases, ad clicks, content creation, subscriptions, etc.)
Viral and word-of-mouth invitations to other potential users
Enrollments, signups, complete onboarding process, used the service at least once, subscriptions
Engagement, times since last visit, daily and monthly active use, churns
Customer lifetime value, conversion rate, shopping cart size, click-through revenue
Invites sent, viral coefficient, viral cycle time
Advantage
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What advantage do we have that can not be easily copied or bought by others?
1. Examples a) Insider information b) The right “expert” endorsements c) A dream team d) Personal authority e) Large network effects f ) Community g) Existing customers h) SEO ranking
2. It is ok to leave this blank for a while as the true advantage can revel itself after work has started
Tips
Personas
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Who are the individuals (what do they look like and act like) that are going to be using the product?
1. Give each persona a name, background points, goals (why they want to use the solution), and frustrations (why they feel compelled to use the solution).
2. Create only relevant points in the background section (e.g. if the product is about email, it is not relevant what car the persona might drive)
3. Create as many as needed to describe the various customer groups and or roles.
Tips
Narratives
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How might those individual personas use the product?
1. Write down step by step what would happen as one of the personas used our solution. 2. Use names from the personas where appropriate. 3. Create a “back bone” of major steps then break them down in detail. 4. Record any questions, ideas, or issues that arise. 5. Build a list of terms as they are defined or mentioned. 6. When starting a new idea, avoid sign-up or onboarding stories (come back to those later) 7. Go back through the story and organize any data terms in a hierarchy.
Tips
Paper prototyping
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What does the solution look like as the persona is using it?
1. Draw each screen in the narrative map and add as much detail as needed. 2. Sketch quickly, discuss, and explore. Don’t be afraid to throw things away. 3. Try to keep data fidelity as high as possible using the terms defined in the narrative.
Tips
Functional prototyping
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How does the solution behave as the persona is using it?
1. Using a prototyping tool of choice, turn the paper prototype into a functional prototype. 2. Show the prototype to customers and get feedback
Tips
Problem Validation
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1. Validate that the problem is real 2. Interview possible customers 3. For more information on problem validation see:
Solution Validation
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1. Validate that the solution will solve the problem for customers 2. Start a landing page (forces a release, testing of the UVP, etc.) 3. Interview possible customers with the prototype 4. For more information on problem validation see:
Quick-start Tip: New Project
1. Use the worksheets, agenda, and materials here to run your own workshop 2. Always do it with the whole team (or all key players) 3. Designate someone as time keeper/facilitator
4. Start sketching and gathering inspiration ASAP 5. If interested in using the tools shown today, send me an email: josh.wexler@originate.com to help get set
up
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Key takeaway review
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Please send me your stories of success and failure at trying some of these things! josh.wexler@originate.com
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